We need to treat big problems as we hope our medical advisors treat us—-with a clear and agreed understanding of the problem at hand.
In this episode of Riot Point Radio you get the solution the palm of your hand.
What a mess this virus is creating.
Can’t go to work? Losing sales?
Can we use what’s going on to build a better business?
Yes we can.
Find out how, on this special, Isolation episode of Riot Point Radio.
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The most important acronym for your business is not ROI. it’s ABM.
What’s ABM?
ABM is Always Be Marketing. Lack of it can kill your business.
A colleague of mine learnt this lesson the hard way.
Don’t less this tale happen to you
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I’m writing this in the studio, and my legs are lovely and smooth.
Well, they’re not really.
They are itchy, and covered in cuts, and you'll ready why in a minute. Plus also a tip on how to avoid the same thing happening to you and your customer—but first a plea.
Make it easy for your customers to love you.
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Wool-suited, french-cuffed and tied (at that time), executives can sit cooly for hours in 40C heat but don’t ever extinguish the projector. Nothing brings on a perspiratory flash-flood faster than the prospect of delivering a slide-less presentation.
An executive should be able to communicate her or his strategy in 10 mins or less. They should be able to do so engagingly and with clarity.
Any Executive who cannot do this surrenders their right to admonish sub-ordinates who are similarly fuzzy in their communication of the strategy.
Can’t past the test? Fortunately a remedy is at hand.
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It’s official. Tim Cook has stepped out of Steve Jobs’ shadow.
Under his watch (no pun intended), the stock price has doubled, market capitalisation has gone from ~ $300bn to $660bn, and contribution of revenues from subscription services has boomed.
Cook filled a big pair of shoes—and now he’s using them to walk to a destination far from Apple’s roots.
But at what price?
Apple is about to lose it's key competitive advantage: making us creators and communicators
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The Riot Point Research scientists have been incredibly inventive in recent months. We have been trialling and refining a number of new products, and we are now ready to launch the first batch.
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All leaders know the distribution of talented high performers is not Gaussian but fractal. For every one Yehudi Menuhin violin virtuoso there are many, many string scratchers.
So how can you spot potential?
I use two heuristics
- Does s/he get the job done?
- Do the most talented workers in the organisation want to work for her/him?
I was reminded this weekend that opportunities are not like London buses.
You can’t deliberately miss one, confident that another is soon to follow.
When Opportunity knocks, you need to ask yourself one question:
"Does this Opportunity open more doors than it closes?"
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Executives tell me, in their more candid moments, that they doubt the value of the ‘employee engagement survey.’
They find it time-consuming and stressful, and most have all but given up on trying to calculate any return-on-investment. No wonder then such surveys have the reputation of being “all pain and no profit.”
So why bother? The answer lies in why we form organisations.
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Are you hop-skipping delightfully from one good idea to another but never getting things done? Or are you perfecting the present, making a great sailing ship while the rest of the world moves to steam?
I have seen businesses that are so innovative, nothing ever gets completed. They flounder as they flail excitedly from one awesome idea to another. They may not run out ideas, but do they do run out of cash.
Conversely, I have worked with highly adaptive organisations who grow, painstakingly, by tweaking past successes. They make few mistakes, but one day they end up with perfect sailing ship, while the rest of the world has moved to steam.
The Holy Grail is, of course, Delivered Innovation. This requires the best of both approaches but each extreme often sees the worst of each other thus making mutual collaboration difficult.
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What can life under fire teach you about setting priorities and leading others?
Quite a lot it seems. It has helped Colonel Donald lead a successful and stimulating life.
Some may have a successful career in the military, others in the public sector or many more in a business career. There are a rare few, such as our guest Colonel Donald Pudney, who have excelled in all three.
He has lived in war zones for extended periods, been head of a civil service, and a director of several prominent organisations. He has valuable lessons to share.
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